60 Tage bei Acquisition.com: erste Erkenntnisse

0:00What was different than what you expected in the first 60 days being here? >> Hey guys, this episode is going to be a really special one because Leila and I are kicking off a brand new series to tell you about everything that you want to know, which is not what you see from the outside, but how you can see from the inside exactly what we're doing every single day to build and grow our business so that you can actually take these same lessons, these same learnings, the things that we're doing and implement it in your life and your business. So, this is an unfiltered version of what um good partners do with Leila and me.

0:30>> What was different than what you expected in the first 60 days being here? >> I expected everybody to be jammed, everyone be working hard, everyone to have packed calendars. >> And it is 100% true. Everyone's jammed. Everyone's working hard. Everyone has packed calendars. And the crazy part is >> it took me like 3 days and then I think my calendar has been discount is packed.

0:54>> Yeah. So, which I think is great because it shows how much opportunity that we have overall. I'm really surprised by the competence to humility ratio. So, let me explain. Right. >> Yeah. >> So, when I was at Goldman Sachs, it was extremely competent people. >> Yeah. Super smart, super sharp. And the only way you win when you're with an individual contributor environment, when it's when you're super super smart, super super sharp people.

1:21>> Yeah. >> That it's okay to have an ego, it's okay to be an ass. It's okay. Well, they're like, "Well, of course he's super smart, so he deserves it." >> Yeah. >> But finding a combination of extremely bright, competent, smart people, but also having a really tight kind of humility component to that, that is very rare. It is super hard to find. And I did not expect that. I had just assumed that this is going to be I was like this is going to be like Goldman. It's going to be super competitive and I did not expect the like the humility side of all the smart people.

1:53>> That's so cool. Actually, I didn't know that. That's really interesting. I think it's also like like when we've had leaders who I've brought in that have had all the competitive, all the hard driving, all the performance, but they have no humility and they step on others to stand out. I've cut them and I've made it like I don't like being like, "Oh, this person's gone for this reason." But in those instances, I'm like, "I don't want you behaving like this. Here's what I don't believe in. I don't believe in people like that." And so, I think also like it's funny cuz it's like you shape the culture by who you hire and fire. And it's like I can think of four people that were prominent leaders over the last, you know, three and a half years, four years. And those four I think were like they were very telling in terms of one, who I let go of and then two, who I put in their place.

2:38Um, like you know Neil for example, like there was somebody that was in the spot he is in now and that person had a huge ego, very competitive, very it's like imagine Neil but like evil Neil like you know what I mean like I can't you can't right and then I put Neil in place and people are like this is so starkly different and I was like that person didn't represent our culture. It's not like they weren't smart. It's not like they were all these things but it was just like I know what we will become if I multiply them through the organization. Have you ever read the book multipliers actually? Uh I thought it was really I mean you don't need to read it because all it means is that if you hire somebody they multiply in more organization.

3:12>> Yeah. And I was like oh that makes a ton of sense though. And so I always just ask myself that question which is like would I want 10 more of them in the organization? >> You know so some um I I did an interview this morning for a candidate coming on board and I asked her hey what would be a gap for you that you've met everyone on the team. What do you think would be a gap for you that you can that you can work on? >> Oh yeah. And she said, 'Well, you know, I I see all of you have this sincere cander that you operationalize that you talk so honestly. You're open to the feedback. She goes, I've never had a chance to model that growing up in and so I've always kind of shied away from conflict and just I'm the positive person. So I explained something to her which is very interesting, right? I said, you get an environmental boost. So a lot of people just think that you just need to have the skill to have sincere cander. you just need to have the skill to give you feedback. Well, it's not that the environment can is like 50%.

4:10>> So, if you come into an environment that automatically appreciates that, supports that, talks about that, you are 50% there all the way and then a little bit of skill gets you to 70%. >> Dude, 100%. But can you imagine that's not the case in everything? So, like if I wanted six pack abs and I just go to the gym, I go go to Gold's gym in LA, it's a great environment, I'm still zero. The environment didn't give me a 50% boost, right? And I have to work my way all the way up. But it's amaz people don't realize how much of an environment premium that you get.

4:41>> Yeah. >> Because it instantly makes you so much more valuable to the company and to yourself. And imagine her confidence. She's coming in and she gets this. She can work on skill and she's she goes 0 to 70 as opposed to 0 to 10. >> Yeah. You know, it's interesting. It's like now you're saying this, I'm thinking about the environment. I made a podcast like two days ago. I was talking about how your environment, the people around you plus your environment are thermometers. And so it's like if you're if you want to burn at 80 degrees, but your environment is 50. It's like not only is it harder, not only are they not where you want to be, but it's bringing you down because you're trying to go up, but it's bringing you down the whole time. And so it's really interesting because like they're it's funny. So like some of the the people on our team who are maybe like newer to hiring, because a lot big companies, you know, you don't do your own hiring. um they they'll be like I'm not sure is this person 100% on sincere cander or competitive brickness or and I have to explain like well when you came in you were not 100% on these things. So the question is like if they're at an eight out of 10 on sincere cander what's it going to take to get them to be a 10 out of 10? By the way nobody's a 10 out of 10 every day right?

5:45Like we are all human but what's it going to take to get them there? And I think that's also something that I I feel like with the hiring process it's like nobody comes in 100%. But it's like are they 80 and then can you help them get close the gap of the 20? >> It's a really interesting point. So are we hiring her? I think we are. >> Okay. Yeah. >> She did a good job in the process. But that was good. Like that was some good vulnerability. >> Yeah. >> But a lot of people also don't realize that they think hiring is a one-way process.

6:14Like it is a there is a it's a mutual interview process. And for us as a company, we have to interview as well as sell. And if you don't interview and sell simultaneous, I and I mean how you sell is just how you serve, but like you have to sell because I can't just be like, "Tell me this, tell me that." Like that's not how it is because you have to you're also building them up to understand the environment that that they're walking into. And so the the interview process is almost like the beginning of onboarding

6:45>> it. You know, it's funny as you're saying this, I'm like, "Yes." One thing I always think in my head is them when they get on the phone with me, they're like, "This is the top." Like, "This is the best this company's got." So, if I don't bring my agame on the interview, I'm like, they're going to be like, "Oh, they're not what they say they are." Of course. >> Like, when you do it or when I do it, we validate or don't validate essentially. So, that's actually I would love to give that frame to now. I'm like, "Someone's got to write that down to give that frame to the team because it's like you're validating and and showcasing.

7:12It's like this is what above you looks like and if you don't like what above you looks like then it's like why would I want to work here? >> And it's way easier to think about the interview process being the beginning of the onboarding process. >> Mhm. >> Cuz if you just think that you'll just deal with the interview process completely differently. >> Yeah. >> Right. And then the onboarding process just becomes a continuation of your interview process. And so there's congruence related to that. Otherwise it's just two disjointed processes and you don't want that. And then that dramatically reduces churn because you're consistent in everything that you message along the way and it makes us who we are.

7:45>> Yeah. Yeah. It's interesting because I think something that um you did when we were hiring our general counsel that I tell people a lot and talk about is like when we hire somebody is like what are the problems that they're going to solve. It's like let's talk to them about the problems. And I think it's funny because when I spoke with who's now our general counsel, it's like it wasn't so much an interview as it was discussing the problems in the company and how she was going to come in and solve them and how she would approach it, >> right? And so it's like right that stuff we already talked about, that's the job.

8:11Like you're just keeping the conversation going. Well, I I will tell you this. I am amazed. If there's one thing that I'm amazed by, I'm amazed by how I think you asked me this the other day. You asked me, "Hey, what do you think you've not quite figured out yet?" >> Yeah. And I'll say, "I've not figured out how we how we can get amazing people in our pipeline." >> It is insane. People don't realize this.

8:37We had a thousand applications for a general counsel role. 1,000 applications. >> That is insane, right? >> I don't know either, >> right? And then and and we made an insane hire through their process, but we had 1,000 applications. And that could be overwhelming for a lot of people, but we hit exactly a perfect culture fit, a perfect competence fit in that process. And so I'm just amazed. I I don't understand how we get the operationalizing our core values in our pipeline. It's it's awesome.

9:09>> And I think a lot of it goes to, you know, you and Alex being ultra vulnerable on on a lot of on everything. >> I think that weeds people out, but like when we do outreach, for example, like there's people who I mean I look at it like it's like, you know, they'll answer the door because of the brand. They might not have heard of it before, but when they look it up, they're like, "Oh, this person reached out to me." and they're like that's substantial enough that I'm going to respond to their recruiter, right?

9:34>> Um and then I think the content does a good job filtering. So what I what I do notice a lot on the final interviews I do or even just if it's you know a bigger role like technical is they'll reference the content and they're like I was like this is appealing and then I watch the content and now I'm like oh I really want to work with these people and I think that it's that extra discretionary effort because it's not just that they want to work at the company but they want to work for the leaders at the company which now we have three people at the top of the company it's like now there's like three people they can look to and they can relate to any one of us.

10:04>> Yeah. We I think that a lot of people don't realize is it's the separation. I think we do one thing very well which is the separation of a culture interview and a technical interview. >> And a lot of companies blend that. Yeah. They'll say, "Oh, who knows this person or this role the best will flood that those people and then it if you don't realize this it's very draining on the candidate." >> Yeah. >> Cuz you don't need 17 people doing 17 technical interviews like the person either got it or not. like you know pretty quickly and if if you've screened for the experience they you're just validating that they have the experience. They're validating that they can do the specifics a lot. Right.

10:41>> But having folks that are not related to that role do the cultural interview is super powerful and cuz they have no skin in the game. >> Correct. Right. And so I think separating out the technical and the cultural is a clean clear way of doing it. The one advice that I would give operators right now hiring people is you don't want it to even if it's a technical role, you don't want it to be a ultra technical process because it is super tiring on the candidate as well.

11:09>> You know, it's interesting because as you're saying it, I'm thinking like what where is it that most people go wrong with this and even where I've seen like at times when we go wrong with ones in the company and it's because we do so much of we do in internal intakes, right? And with the intake, it's not only the experience we're looking for. It's something I I tell the team a lot. I was like we're not looking for the experience so much as what skills are dictated by that experience. So it's like okay we think our hypothesis is that if we get people say for executive assistant that have worked as concierge at the win resort and casino that they're going to be they're going to have the skills to also be an executive assistant right but then and then that's what we use to then say okay here's the avatar that I'm looking for right and I think we've done the same with like consulting or like small business owners or and so I wonder if I think that's a missing piece is a lot of people go straight into like okay let's just flood ourselves and let's just do a ton of technical a ton of culture, but they don't think what's this person look like, what experience that they had, how do they talk, how do they act, like there's been so many roles in the company where I'm like, I know what kind of like swagger this person needs to come in with.

12:13>> Totally. And it's like when you have that crystal clear vision, then you can give that to the recruiter, which I think we do a good job of, and then they're like, I see the type of person that you're looking for that would do really well in this role. And then they can be so much more targeted in who they actually serve up to you. You know what I mean? I would wager that the one of the biggest problems of kind of role-based hiring is most leaders think a a CFO is a CFO is a CFO. A general counsel is a general counsel is general counsel. So they often will tell if they're using a recruiting firm or they're doing it in house, they'll just say, "Hey, go to Indeed and Google a bunch of CFO resumes. copy paste that and like put our put our spin on it and get it out. Uh like we should talk about the like the G the general council process.

13:03>> I sat and I page memo, >> right? I sat and I wrote every single bullet point. I think that that was the reason we were able to screen for the the right candidate, >> right? And and I I think a lot of times that the teams protect the manager because they're like, "Oh, the manager wants this. they just want to solve this thing. We don't want them to write the the description and they'll just say, "Well, we'll just show them a draft." And they're just going to say yes.

13:27>> And you outsource a lot of the pain uh to the interview process as opposed to frontloading all of it into the filtering design process. And I actually believe that you'll get significantly better candidates in the front-loading of the design process. A lot of people don't know this. Do you you actually know this? Um during the process we met another individual who we were who was not the right fit for the role. And then I said Ila this person has a lot of magic. I don't know where she would fit.

13:57I I don't know what we're thinking about. Can you just meet with her? So now this this this person becomes like a you're able to identify talent and you can say well I want to hold on to this person. So, if you're a manager thinking about a role, thinking about hiring, like take the 20 minutes to write crystal clear what you're thinking about because then AI can polish it all for you. >> Well, it's like it's interesting because it's not only that you're going to attract the candidate you need, but now you know every single thing they're doing. And it's really like the crystallization of like now I know exactly what they're doing when they're coming in.

14:28>> Yeah. It's funny you say that with the DC thing because so one example is like in the portfolio for every operator that we brought in I wrote the job description for the operator and every time we did a search they were like I can't believe that these amazing operators we found. So I got on with the last one you know what I said I said what was it cuz I was like I'm validating my theory here. I was like what was it that like prompted you to apply and she was like the job description was just exactly what I want. You're talking to

14:55>> Yeah. You're talking You know who you're talking to and it's like why does Alex write all the copy for his book launch because he knows it better like there's just something visceral about when you know the role when you write it. You don't use chat to you know you clean it up after but like you don't use it. It's like the thinking process what you gain from that as well as what you gain from when the candidate reads it and they're like this is speaking. I mean it's copy. It is copy. It is an ad. >> Well I will tell you how we a lot of people don't realize how to start to come up with that. I I I have a very simple framework on how to do that, right? I just write pain first. I just write all you're hiring the for the role, right? And you're hiring because you're like, man, there is a there's a gap that we see.

15:34>> Yeah. >> And the gap can either be creating future capacity or solving current pain. That is generally why you hire somebody, right? You're underresourced as you would always call it. Well, what is the pain? This is painful. This is painful. This is painful. This So, I just list all the pain. Then I take all the pain and then I just write what each of this do this person will do this this and and that's the easiest part because you don't have to sit and be like well where do I start? There's no blank screen. You just write all the pain out all the [ __ ] that you need to solve right and it's you either write all the pain out or all the growth capacity and then you turn all of that into language and if you can tie it into something tactical grade then you have a framework then you can have Chad GPD clean it up for you. But Chad GPD can't come up with the doesn't know the pain that you have. It doesn't.

16:18It's so funny you say that because I I have a flashback to when I was first hiring for the first executive assistant, which is Yasmi. >> Uh the ad that got her was I wrote a Facebook post and I was like, "Busy business owner, tired of working 17our days with no clear inbox was like the header." And then I was like, I work with my husband. We started a business. It's grown faster than anything I could ever have hoped for. But I don't have time to wash my hair, let alone order food, let alone clear my inbox. I need somebody to come and organize my life like and she was the one and then what do you know eight years later here we are she still works for me but um it was just complete this is why my life sucks can you come help make my life better and it was such an easy one for me because I'm like yeah help me with my personal life I can't even have time to brush my teeth well there's a there's a great kind of saying that I picked up along the way which is nothing great ever happens without it being written down

17:11>> write a [ __ ] memo right nothing great ever happened without it being written down and So, I mean, you're talking Declaration of Independence, you're talking the Magna Carta, you're talking $100 million offers, $100 million leads, you know, $100 million money model. You nothing great ever happened without it being written down. And the coolest part is you don't have to write everything. You just have to like start the process. And if more leaders took on the responsibility of crystallizing their thoughts and I think they'll just get more clarity because you get better.

17:40>> Yeah. The problem is not the problem. the problem is how you think about the problem and the thinking allows you the writing allows you to think better. >> Um, can you actually talk to write a [ __ ] memo? Cuz I I'm curious how it was coming in. Yeah. >> I don't know what the culture was like in any of your Yeah. >> past companies, but like coming into the memo culture and then you very quickly started hashtagrite a [ __ ] memo, which I love. Um,

18:02>> what are your thoughts on that? >> So, um, what I've noticed is that let's see if this is familiar to people, right? Yeah. What's familiar? What will happen most of the times is either two leaders or manager, two managers or three co-workers will end up having a separate group chat bitching. They'll just see this doesn't work. That doesn't work. Sean messed up. Sean messed up. Sean messed up. Sean messed up. Man, he did it again. He did it again. And like they'll just they'll just whine. Oh, I can't believe you don't have vision. I can't believe you don't have culture. They'll just talk.

18:38That actually happens. >> Of course. Well, happens sometimes it happens to you and me too like we're like why why is this not working? Like we talk about >> Oh, that's true. But not about people. >> No, no. Right. So people problem whatever I but but I think the interesting part about this is >> uh when you can separate the people from the issue, right? So if we want to go do something, how do you separate the person from the issue? And the way you do that is you have an artifact. You write some kind put your thoughts on paper so that multiple people can respond to it.

19:05>> And that was a really We've done that. We did that. No culture that I've been at did it actively. Um at real we did a really good job of instead of the memo, we use dashboards. >> So it was a dashboard for everything. >> Yeah. >> So it was like, hey, what what are we going to track? And that was the conversation around it. But the memo has been the memo culture has been really good. So let's break down what a memo is. It's a one to two page breakdown of what is the big idea? Why are we thinking about this problem? How are we thinking about solving it? What are the risks around it? and what's a recommendation and all your thoughts kind of broken down and then that way everybody can look at it right and the interesting part is whenever people start discussing on Slack or discussing about something the answer is hey there's just too much ambiguity here can someone just write a memo

19:53>> yeah and so we have #WFM which is write a freaking memo freaking say [ __ ] it uh no and I it's funny because uh even with myself like the reason why I'm such an I'm such a diehard now over the memo is because as soon as I committed to it and I was like it was probably I think it was about nine or 10 months ago that I was like guys we are no longer running these meetings unless you've submitted a memo and like every meeting like write a memo otherwise we're not discussing the thing is because um my friend Trevor he sent me a bunch of studies on how people actually cannot think on a meeting

20:28>> and so I we got on a call and I was like it was like a whole weekend we're like I was like how do I make meetings the most effective possible he was like the ideal is that you write something out ahead time. Everybody reads it. Everybody writes down their thoughts and then when you come to the meeting, you essentially can like source for anything that hasn't been told, whatever. But then and then you know now have enough to go make a decision on it. >> Yeah. And I was like, "Oh, well then what the This is so much easier."

20:53There's a there's two I've seen two memo cultures. One is how we do it, which is you write the memo, >> everyone reads it prior to coming in and then you make the decision. the then there's the Amazon model where you write the memo, the memo is delivered to you in the meeting. You spend the first 15 minutes of the meeting reading the memo together so it's fresh in everyone's mind. >> Yeah. And then you use that either way. There's only one commonality between both of those processes is you write a freaking memo. And if you can just get in the habit of writing a memo, it works. I I was talking to Alex about this and I said there is uh there's three things I like to do every day is to work out, write and work. So like to me the the writing a memo is not work.

21:34Like I had to write. So if you don't write every day you'll just not get good at writing. See the more you write the better you write a memo. >> It's so interesting because I think now if somebody comes to a meeting like I I got on a meeting that I'm not normally on. It was one of the AP meetings and somebody brought something up and didn't have a memo and it's like you can tell everyone's like I can't believe you're bringing this up without a memo and >> well well let's let's talk about that. Yeah, because um we had that happen recently when Alex and I had an idea.

22:05>> That's true. How did that go for us? >> Alex and I had an idea and I said, "Hey, Alex, since our meeting is tomorrow, can you just drop a video for everybody?" And Alex is very persuasive. So he dropped this video. In the meeting we got ripped. Uh and then the next day I had to do an apology video saying, "Hey, I'm so sorry that we broke process. Clearly it was not well thought out and I will go back and write a memo on this." And so it was in like both of us tried to skip the line and yeah got caught for it.

22:46>> It's okay. I mean like it happens to all of us. I think it's just it's cool when you start to see that people you know because in the beginning nobody wants to do it right and then it's like non they're like you're not doing it. >> The greatest upgrade that operators can get is managers team members are going to come to you and say hey Leila can I you got a minute? Sure. after you send me the memo. I got a minute. Yeah. >> Yeah. So, if you have an idea, it's so much more thoughtful for the person receiving it that you that you care about it, right? Uh I I think Alex I shared this quote with Alex is like uh how you prepare shows just how much you care.

23:20>> Oh, yeah. I remember that one. >> Right. And that but that's you should tweet that Alex should treat that. >> But the the key part there is the preparation is just writing the memo. Yes. Just organize your thoughts better. And I also think the one thing that I have learned is the person who is uh writing the memo gets this deep understanding of what they're presenting. Also, the person reading it gets an instant they're up to like 70%.

23:52So the person reading it has a 70% nuance understanding. But if you're just doing a call and discussing a topic, everyone has like 13 different questions and you're missing so much context. Yeah. So I actually think the memos level up the organization so much faster because the person writing it gets so much better and has depth of knowledge. You always talk about like the specificity. If they can't talk specifics like you can't write a generic memo. So if you're writing a specific memo, the person writing it is so has so much depth and granularity and the person reading it gets an instant kind of like MBA upgrade in that topic which is pretty even if they're involved in that or not unrelated to that or not. So I actually think from a organizational IQ perspective you level up the organization so fast

24:37>> like doing this that one little exercise. No, I think it's a really good point. And it's funny because now I even um when it comes like when people request a one-on-one with me, they're like, I just want me to talk about. And I'm like, well, you need to write, it's not like you need to write me a memo about yourself, but you need to prepare a short memo of what we're going to discuss about you. And it's interesting to see like that when it's about a a a thing, people are more than happy. But I'm like, I want you to think about yourself the same way as you would and like what's the problem? what are the hypothes like

25:10>> it's but those are the best memos too when you do it with like people development because then people are like I thought of myself like I think of a business which especially for our advisor team for example like when I've asked them to do that they're like oh that's interesting I'm like what's your constraint you know >> yeah and so I find it actually isn't even just helpful with like the you know problem solution topics but like with personal development too with people on the team >> because one I think it takes the emotion out of it because sometimes I you but it's like sometimes we spend the first half of a meeting just like it's getting past that emotional barrier. I'm nervous to tell me about something or they don't they're afraid to ask about this piece of themselves. Um and then the second piece is then they usually have deescalated themselves because now they've written it down. And so it's like now their relationship with their own personal problem is so much healthier because they've written it down.

25:55>> Totally. Totally. I I bet folks watching are thinking, hey, can you give me an example of a memo? Can you give me a framework for a memo? Like can you give me a memo on how to write a memo? Uh there's a lot of ways to do this, but let let me share a super simple framework with folks. It's the why, what, how, now, why, like why is this important. Hey, uh sales are down, which means we're going to lose money this month. This is why I'm writing the memo. There's a big why. Cool. So now the person reading is like, okay, I know why I'm reading this. Giving context. What is the problem? The problem is that our sales closing numbers have gone from this to this. That is at 30,000 ft.

26:32Cool. Well, that is the what? Well, how? Well, the how is like we were doing it this way. It was not working. So, the proposal is to do it this way and here's all the risk. That is the how. All the mechanics. The now or the next portion is hey based on all this information here's the proposal that we have. We are suggesting that we do these three things. What do you think? Right. So now if anybody if if you you probably come up with your own kind of framework but it is very easy to go with like a hey why kind of what is it? how are the pieces, what am I going to do next? That gives the person reading it a very clear kind of road map of uh they can follow from macro to micro

27:10>> and then like zoom back out if they want to and ask questions if they want to. So if you're as you're watching if you are thinking about what framework do I have goes why what how now? >> We should it'd be so cool if one day like 5 years from now we share like our unreleased five years of the executive team. Like wouldn't that be sick? Well, well, think about this, right? Like when RGC came on board, all she all she's think she's like, "Hey, I'm just going to read all the memos and that gets you caught up on all the key topics." Yeah,

27:36>> it's so much easier. I feel like that was such a key learn. It honestly just came from the Jeff Bezos interview or his book or whatever. And when I got like so I heard it a million times, but I think at that point I was like, "No, we're at the point where now this makes more sense than not." Like there's we're not a small team anymore. Like know when you get to that point in the company. It's really interesting. I'm really curious coming into acquisition.com.

27:59Was there anything worse than you expected or >> and he's like, "Let me take that back." >> Yeah. Yeah. Any No, no, I'm giving you free reign. Or was there anything different like in how I operate and how Alex operates than what you expected? I'm sure people are wondering because everyone watches us, right? And like I think we both Alex and I have committed to like we want to be transparent, but I'm just curious if you see anything. I do. So um I see two we'll talk about you and Alex being very different but I knew this coming in. Uh

28:32>> you have the ability you are very adaptable meaning you can talk about the future and you can talk about the present and you can go back and forth. So, so I'd be like, hey, so in 3 years what this team is not good enough and you can instantly live in the future and you can talk about that and then you have this uncanny ability to say okay if that is the case let me reason back to where we are today. Okay, that means we need three other hires even though they're not busy right now. That is building capacity for the future. like your ability to go to kind of accordion future to present is a super gift of yours.

29:15>> Oh, I honestly had no idea. It used to be so hard for me. >> It It's maybe you have trained. It's It's awesome. And I enjoy it because um I like that as well. And so it's super easy to talk to you. I'm like, "Hey." So I never have to like is does Leila in a good space or uh is she going to be tired? I always know you can accordion whenever you you need to. Interesting. Don't you think of it like a little bit like I have to go into the future frequent enough to know that I'm still like the compass is pointing in the right direction? You know what I mean?

29:45>> Correct. >> It's like very healthy. >> The the what most people struggle with is when you have calendars like you and I do, it's very hard to live in the future. It's fair, right? So so to like have the accordion is a is a skill. And so like I love talking to you about it because I know that I can catch you at any time and I can anchor you in the future for a minute. I can pull you to the present for a minute. And that's a really easy thing to do with you. With Alex, I always just stay in the future. >> Yeah.

30:11>> I just stay in the future all the time. And he's like, so whatever it is, whatever topic, I just always go to the future with him. >> Because it's just easier with and because he's always in the future. >> Totally. >> And uh until he needs to, he's not in the present. >> And for him in the present is learning, writing, thinking. >> Yeah. >> And creating. But the more you can stay in the future with him, the bigger and better future you could create for him.

30:35The more inspired he gets, the bigger he thinks, the more he thinks is possible, the less he starts comparing, the more the less he starts thinking, oh, I can't like he I just try to I just try to live in the future with Alex. >> It's really smart observation. >> So, it's just easier like it's easier for and so when he says something, I'm like, "Oh, that's a today thing. I'll just take it." >> Yeah. >> And then you and I can just solve how we implement it. But yeah, uh he can he for him he doesn't like Dordian back and forth.

31:01>> No, he doesn't. He said that too. He's like I don't want to live in today. >> Yeah. >> And I like both. >> Yeah. I I think what a lot of the thing that I love for us is that uh I love knowing everything about everything. >> Yeah. And I can take in a lot of knowledge and I may not be touching what's happening in in the building renovation. I may not be touching what's happening in the changing of pricing.

31:29But I love knowing everything about everything because I know that the it will there's a daisy chain that will happen. There's some neuropathway that will connect and you have an insane capacity for a lot of information. Like you can sit and take more and more and more and more and more and nothing overwhelms you. And that's super fun because I can just be like, "Hey Lea, I got 14 updates and I can just fire stuff at you." You're like, "Okay, that's cool. Nothing to do there. Okay, that's cool. Okay, good. We're good." And you can take a lot. Most people can't take a lot

31:57>> and you can get you can take a lot. And that's like super fun because I just never hold back. I'm like, "Hey, we should just talk about this." And you and I can have long agendas and not be tired. >> I know. I mean, to be honest with you, that's what I enjoy about like you have the high capacity, so it's like I I like expected it with you coming in, but then like getting to actually like work with you on it. I'm just like, "Oh, nothing is like there's never I'm like I have seven more things." And it's like, "So, I remember we got on the phone like after my surgery and you were like, I have 16 items." And I was like, "Amazing." Like,

32:23>> yeah, >> it's like let's just go fire through. But it's like that's fun and I think is that's cool. >> That's good to know. >> The one thing that I've experienced in the past and I think a lot of cultures operating cultures are just different, right? And so I don't think it's a one operating culture is different from a is I don't think there's a good or bad. >> Yeah. But I think it's very important for leaders and managers to realize what their operating culture is.

32:49>> Um it's very easy for organizations as they get bigger to silo. And I personally hate silos. >> No. >> And like for examp I'll tell you I like to do hard things otherwise I'm just I don't feel challenged and I'm like well I'm pushing paper I don't want to do this. >> Yeah. >> I also don't like anybody telling me what project I cannot be involved in. If I want to go work on this events thing, I want to go on work on this event thing. If I want to work on this tax thing, I want to go work on this tax thing. If I want I want to work on whatever I want to work on, which I think is good for the organization.

33:19>> Yeah. >> And not like and and you're cool with that. I'm just like, hey, I'm just going to take it. And you're like, sure. I'm like, I want to do that. And um so I think allowing folks to choose a lot of what they work on. Now, is that feasible for everybody? No. But I think most organizations can say, "Hey, if if if you get if you get your stuff done and you want to partner with other people in the organization, do other things, go for it." Like we totally support that.

33:50Uh I've seen silos and like, "Hey, this is finance. Don't touch it. This is legal. Don't touch it." I'm like, "That's not I now I'm not interested anymore because that's an interesting thing for me." >> Yeah. And so I I like the diversity of the things that I'm working on. Everything's new. Everything is new every day. And so if I had to work on the same thing every day, I would be very bored. >> Oh, I can't imagine that. I remember um one of my first mentors was like, "Do you like to do the same thing every day or do you like to work on different things every day?" And I was like, "In my personal life, I prefer things to be a little more steady, but in work, I like it to be different every day."

34:23>> Yeah. And it's almost like you kind of I like the juxosition because the moment that we sold gym, for example, all of a sudden I was like, I want to do the same thing every day. And I was like, I want to go out to dinner and go travel and go do all because I just like I need more variety. But I have it in work, so I want my personal life to be more steady. It's interesting because when you're saying that, I'm thinking about um something I tell people when they come in as a leader in the organization, which is like, I don't see you as head of tech, head of CS, head, I see you as a head in the organization, and whatever your skills are, I'm going to ask you to help with the other skills that may be deficits with somebody else. So like even for example, when it comes to the recruiting function, the amount of times that they collaborate with sales because I'm like, guess what? recruiting is sales or with marketing because I'm like hey all this employer branding all of this this like bring in our copyriters bring in the people that know how to sell bring in some of the sales guys I want to see what they think of this video like and they come out with such good products because of that collaboration and it's like traditionally they're like well that's that's talent like I shouldn't be in that and I was like [ __ ] that you're really good at it well you started doing this is more recently combining finding talent with your content like you started making content on how you find and that was like that those post starter perform really well because I think it does two things. It tells you about how you live your life and we run the business and it also says where that person's going to fit in.

35:41>> I think it's insanely insanely powerful. Um I I talked to one of our leaders at.com yesterday and I was sharing with him that he was like well I feel like you know I don't want to step on anyone's toes if I want to do XYZ project. I it's really simple. Let's just use better language. You work on your stuff and then you go to folks that own something else and say, "Hey, I'd love to partner with you."

36:05>> You get it's your role. You get all the credit. I just I have the knowledge base. I just want to partner with you. And then if someone asks, "Hey, Sean, why are you doing that? Hey, I'm just partnering with Leila on this. It's her thing." Now, everybody welcomes a partnership. >> Yeah. >> And I think we just switch our language out to saying, "Hey, I'm partnering with different people to do different things." I think it gives you insane collaboration around it. I think the organization should allow for that naturally.

36:30>> Yeah. Well, I think that's what we have to fight as it gets bigger. >> 100%. >> It's like it's just, you know, I think the hard part about having a company that has a unique culture is that you're constantly fighting the fact that people come from places that don't. And so it's just like what? >> Yeah. I mean, that's the hardest battle is like they come in and then it's like I joke I'm like, "Are you going to bring your California to my Texas?" Because like you know how people always joke about when I was in Texas people used to be like, "Oh, well they brought the California." And I was like, I didn't understand what that meant. Then I was like, oh, that's what happens in companies, which is like you hire these people who are like, I'm so sick of California. And then you're like, great, come to Texas. And they're like, by the way, I'm going to do everything like I did in California. And you're like, what the [ __ ] You know, and it's the same that happens like, I hate corporate.

37:10They're so siloed and there's so much corporate jargon. And then they're like, per my last. And I'm like, oh my god, what's going on? >> Well, well, that also goes to um like the one kind of advice is a bad word. The one kind of call out I want to make for folks is how you work with someone in the seauite is how you work with a director is how you work with an analyst. It doesn't you we have to start to break these title bing them like they're stupid.

37:37>> And I know a lot of folks watching are going to be like hey listen you know I I have a small team and I have three virtual assistants. >> Well here's a piece of advice. Stop calling them a VA. So just you if you think of them if you if you're like oh um my VA will take care of that you're instantly demeaning that person because you're like hey they're in the Philippines and they're a virtual assistant there. No give them a title they are an operations manager great hey our operations manager will take care of that. Just if you do small things where just you know allow every person in the organization to realize that they have a key role to contribute it's way easier to have everybody be a part of the same culture like the smallest of things even contractors like you want to why would you not have a contractor on your select channel we do that on purpose.

38:23>> Yeah. >> So having contractors is okay if you can but they have to work within our culture. It's a really good point because I think I think a lot of that ties in with like how you parent Neil and Laura for example which is like you don't treat them like stupid kids. I think it's like when you hire people even if they're entry level you don't treat them like stupid entry-level people. Like you're not you treat them like treat them like what you would like them to be which is like okay I want you to be an executive or a director or a very autonomous individual contributor.

38:51I'm going to talk to you that way. >> Yeah. >> And it's like see if they can raise and fill the gap. >> Yeah. >> Yeah. Really good point. >> Yeah. I I just think making sure everyone has titles and not you know the not titles but just a respectful functional contribution and then just hold everybody to the same standard. >> Yeah. >> Why is my standard different than your standard different than anyone else's standard? It's the same standard. What culture is not like it's not based on hierarchy?

39:14>> No. No. It's interesting. I remember at gym launch we had um contractors. They ran the CS for Allen and um they were in Nigeria and I remember everyone was like oh well because they're Nigerian contractors like we don't need to like celebrate anything or for birthdays do anything or you know all and I was like that sounds [ __ ] terrible. What are you talking about? Please treat them like everyone else. And they were like compliance. I'm like I can send them gifts. There's nothing wrong with that. They're like it's going to cost $300. I was like then that's more important to send it.

39:40>> And I remember we had one >> and he ended up after I remember we sent him the swag bag. It was like $350 to get there. It got there. This was during COVID. There were fights on the street. People were shooting in his neighborhood and he got his entire family because they were like there's all this chaos of what they all ended up working for us. We had this whole family working for us and they were literally outperformed every person in the United States >> of course and like treat like could not have been a better teammate. And I was just like guys just because it's a contractor and he's a Nigerian like we do not treat him differently. Like treat him like you would treat anybody else.

40:15And then it was like he literally said he was like, "I've never been treated this well at a company." >> That's awesome. >> He's like, "I can't." And it's just like the tiniest thing. Like, "Yes, send him the sweatshirt." You know what I mean? You're like, "What?" It's just crazy. >> It's awesome. >> I'm curious for you coming in, what has been the most rewarding. And what do you think has been the most challenging? I would say it doesn't need to be tactical, but it could be mental.

40:40I'll tell you the most um the most rewarding thing and I'll tie it to like a little piece of advice for everyone. >> Yeah. >> The the most so start with like a story on what happened. So the in my first what few weeks I decided the only way I could connect with everybody was to connect with everybody. And so I kind of essentially put a calendar link and said, "Hey, I want to speak with every single person in the organization. I think I got to most of them, almost all of them. It was nuts."

41:12>> And met and spoke with everyone even for a little bit. And I I realized in that conversation while I was preparing for that like what question can I ask here like that would be helpful. And I didn't know what question to ask. I was not quite there. I said, "Well, what does everybody in the organization know more than me?" Well, they know what it's like to be here.

41:37So, I asked the question, "Yeah, every single person, which was, what advice do you have for me?" Oh, that's cool, >> right? What is one piece of advice you have for me? And I have every single person's advice that they gave me. Couple of them said, "I don't have anything for you right now. I'll send it to you." But every single person gave me a piece of advice. And if you are a leader walking into a new organization, I really think the the most crucial thing that you can do this I've never done this before. So it's not like Shan ran a playbook. It was no playbook. I I try to figure out what does everyone know that I don't. I think it will really help you as a new person coming in, new leader coming in, new employee coming in to be like, hey, what is the one piece of advice you have for me? And you will see a pattern around that. And that's a really valuable pattern, right?

42:25So that's kind of number one. But the the rewarding thing for me was it gave me guidance on how to be >> right. Otherwise, you're trying to figure out how to be. >> Yeah. >> And I thought that that just asking that one question and all the answers, I just felt like I got a ton of great advice.

42:50So the organization kind of welcomed me by giving me that advice. And just because of doing all of those, I know every single person. I knew him so fast. And what's closer than what's closer than someone giving you advice? Nobody, right? They almost have to get to the point of the only people they give advice to is they instantly care about you. >> Yeah. >> So I did this unknowingly, but that was ultra ultra rewarding for me. >> It's really cool.

43:17>> Yeah. >> I feel like we should tell everyone to do that. That's a really great question to ask. >> Yeah, >> it's so obvious you say it, but it wouldn't be obvious that somebody coming in at you like you is going to ask people that, but I think for other people in the organization, like it's just it's the frame shift that it does, which is like immediate disarm, immediate humility, immediate like I can learn from you. And I think for anybody coming in, especially somebody who's coming in as a leader or as a new partner, like that's just

43:44>> Yeah. >> It disarms like I'm not here to like tell like you tell me. It's good. >> Yeah. Uh as far as something that's challenging or uh I would flip this script on the challenging part. It is very easy in today's world to say to expect reasonable things. And I'm really glad that since I have no context, I just didn't accept any reasonable things. M

44:18>> so we were working on this big project in finance. I go well why should it take 6 months >> can we do it in 60 days that team was like what are you talking about like I think we can do this in 60 days like can we do something unreasonable because it'll make our next 60 days significantly easier >> and it's easy for us to fall into these reasonable traps. Oh, oh let's set quarterly goals. Therefore I could do this in 90 days. I I had a conversation today with one of our team members and I said, "Man, I've not even started on that goal, but I have 86 days left." No, you don't. That's a really bad Like I said that like this is a really bad way to look at it. Why am I waiting 86 days to do this? We I It's a 4-hour project.

44:58Yeah. >> Right. And I think that um we somehow put reasonable time frames, reasonableness, reasonability on our lives where if we just take an unreasonable frame on things, you can accomplish way more. >> Yeah. >> And you'd be shocked at the things that you can build in a much shorter amount of time, in a much higher quality, have a much higher standard. Just give yourself permission to be a little bit unreasonable.

45:23>> It's interesting. Did Alex tell you that I said that about you? >> No. >> No. Oh, seriously. So last weekend he was like he's like tell me something that you've learned like by watching Tron work. And I was like I realize that I have unreasonable expectations of people's character and their leadership but not as much of their work. And so I I'm so siloed and I look at like how they're showing up their that sometimes I realize I'm like oh I'm lacking over here. And so I started picking that up.

45:51I noticed that you were doing that and I was like I didn't ever realize like I overindex sometimes on like the person and their leadership and that and then it's like wait the [ __ ] is this taking so long for? It's almost like a distraction. And so I was like I wrote down for myself like focus on the do and the who. Like I need to focus on both elements for the departments I oversee because I think that I >> um can like set the which seems like backwards to me. I'm like, I don't know why I do that, but I was like, I totally saw that you doing that and resetting that in meetings and I was like, I could do so much better there. So, I picked that up quick. I was like, oh, [ __ ]

46:27>> Well, thank you. But I a lot of the reason the reason I do that is because I know you got the other side. I'm like, Ila's got that. So, I'm just going to push really hard on this. >> Okay, we can keep >> I was like, [ __ ] I'm bad. I've only got one side of this. >> No, it's perfect. Well, to me, it was also I recognize you can you do that very well naturally. So, I was like, I'm just going to push really hard >> on the other side. >> That's cool. Well, I would be fine keeping it split cuz it's not natural to me. >> Cuz my favorite

46:53>> How long does that take? I have no idea. But you should do it faster, >> right? Cuz or you can just the everyone on the team's going to watch this, but you can just say Sean's going to b if you tell them three weeks. I'm just going to tell you all be ready. >> Why? Why does stuff take three weeks? That stuff does not take three weeks. That's our job. Like, we do a poor job of prioritization. Like, you know, >> it's fair. It's something that I' I've tried to get through to people in organization, which is like if you need to clear two days of your week off these meetings that you attend every week that probably aren't moving things forward as well to get your priorities done faster, then why are you not doing that? But it's like everyone's waiting for permission and I'm like, I'm saying we have permission. Like, I promise you I won't be mad. So, like, who's going to be mad?

47:30>> Well, I will tell you this. If you want to figure out how to make how to do unreasonable things, you hang out with Alex for a day. >> That's fair. He does not care. He's like, I'm sorry. What do you have going on? let's do it right now for him. And I'm like, I got to go. I got other stuff to do. He's like, let's do it right now. So, he's so unreasonable about if that's important, why don't we do this do this right right now. Um, but I will well to operationalize this for everyone who's watching, you may say, well, what does that mean? What's unreasonable for Schwan is not unreasonable for Leila? Is can you do six months worth of stuff in 60 days? Is that unreasonable? Is that not? Well, are you just a tyrant? No, I'm not just a tyrant. Like, the thing that you want to think about is this.

48:11What do you have to show for it? If you keep asking yourself that question at the end of the day, what do you have to show for it? Like you I work all day and I'll I'll message you. I'm like I I feel so behind. I I'm useless. I'm not contributed at all cuz I I felt like as of yesterday I had nothing to show for it. I just did a I had a big meeting day or it was just a operational day. And yes, you have to move this forward but I had nothing to show for it except my full calendar. >> Yeah.

48:35>> And if you ask if we ask ourselves the question, what do you have to show for it? I actually think you'll rep prioritize things to have something to show for it because it's like where is the result? Yeah. Showing like what did you do? Did you get more sales? Did you send out more emails? Like what do you have to show for it? Yeah. >> And we get stuck in the doing but not in the I got it done. And it's a very easy question to ask at the end of the day before you go to bed. If you just close your eyes and say what do I have to show for it? >> And if there's not a lot to show for it, you just rep prioritize your next day to show for it. M

49:04>> and that's the fastest way to collapse a reasonable to unreasonable cuz now you're like well it was reasonable that now I have something to show for it. >> Yeah. No, I think that's really good. I'm thinking about I don't remember the analogy it's like gas expands to the size of the room or whatever. I was like in general I think how can people do that in a tasteful way. It's like well just understand I think someone's like you say like someone's no hinge or yes hinged. Are they like take too long or not take long enough hinge? like are they a shortcut taker or are they someone who takes way too long because they're anxious like and you have to know who you're talking to which is like I think there's a lot of people who it's like they're overly anxious of delivering something perfect so they're going to 3x so how long it's going to take it's like all right well then it's good to drive in on those people because you're like dude it's not going to take that long and like we need to just get it done versus be perfect where it's like the shortcut person it's like why don't you give yourself another week otherwise you know they're going to trip over themselves and make a mistake

49:55>> I you know our friend Moore always he he said this phrase which I love he goes you want a super fast shitty first draft. That's why you always say first draft, huh? >> Yeah. Just first draft. Super fast. Like, how fast can you turn around a shitty first draft? And now we've already we've already taken away judgment from the draft. Hey, we know it's a shitty first draft. It's not just a first draft, it's a shitty first draft. Like, get your thoughts out as soon as possible. I'll give you the a craziest analogy. Um the one I was a decent student and I got good grades but I was never stressed in in any in college or in business school. I was never stressed because freshman year first semester like the three weeks in I I went to this um seminar it was how to be a good student and literally all I remember from college was this. This guy the speaker said as soon as you are assigned a project started that day. That's it.

50:51That's it. So, I tell my son Neil the same thing. I go, he's like, "Dad, I have, you know, 20 problems, but I have two weeks to do it." I'm like, "No, that's great. Was it assigned today? Just started today." Right. >> Yeah. It's funny you say that cuz like I'm thinking about how you and I work and it's like we'll talk about something and then we're like it's not like, "Oh, I'm going to start that." And like through it's like, "All right, so like now tomorrow is tomorrow tomorrow morning like we'll start working on it." Like >> Yeah. >> It's just like immediate. >> Interesting you say the shitty first draft thing because also when I was recovering and I was like, "What am I going to do?" I told you guys I was like, I'm going to start writing a book.

51:20Well, I did. And I did. I have a draft. And I know that full guide of project. >> Oh, that was the project you were working on. >> Yeah. Yeah. I I haven't even talked to I've barely told Alex. Um but Trevor, who's the editor, and he's been working on it with me. He was like, "I just need you to get out like the most [ __ ] first draft." He said, "All first drafts look the same. They look like shit." And when he said that, he was like, "Start writing today." I was like, "Fuck." And that's why I started writing. And then it was just like so an interesting process. I think we could apply to anything is that I would write one chapter. He was like, "Great, now the next one." And I was like, "Aren't you going to edit?" Nope. He's like, "You always have to take the path of least resistance with something new." So the process of during this writing has been really interesting cuz I've gotten through now to the last chapter. And I'm like, "Okay, well, what?" And he's like, "We will go back to number one and there will be a [ __ ] ton of work, but like we had to get through this first." And I was like, "Oh, it's such a good analogy for anything. It's like you just have to get out there cuz guess what? No, I'm [ __ ] committed too. I'm not going to not finish it now cuz like I did finish it basically.

52:21>> Well, it's already it's very approachable, right? >> And so I tell my son Neil, he have 20 problems. He's like I'm like just do two. >> He's like, "Dad, I I just want to I just want to chill and watch some iPad." I'm like, "Great. Do two problems." And he goes, "Dad, I started two. I was in the zone. I did like 12." >> Yeah. >> And just do two. And so my thing for most people is if you're assigned something, just start it that day. If you do that, you're fresh. Everything's fresh. Just start it and you'll you'll get the momentum. I I really believe that inspiration and momentum are perishable.

52:54When you're getting hit when you're struck with inspiration, you should do something then. When you're struck with momentum, you should do something then because if you let it go, it's just super just the halfife of it is is is you know, it turns around and you lose it very fast. >> That's super true, man. There's some That's why like with Alex, like people like they're like, "Well, he's more creative, right?" I'm like, we create conditions, correct, to allow for creativity. I can be creative if I don't have 17 meetings on my calendar, right?

53:21So, it's like when do I do writing? It's like on the weekends after I've done my work or like I'll block the first few hours and it's like I'm writing or doing something or like you know doing the quarterly decks and things like that. The vision. It's like I'm not going to start and do 17 meetings then go into that. It's like what are the conditions that would exist for me to be creative? >> Yeah, >> it's interesting. >> Um, so let me ask you this. What was >> uh there are this may kind of cap us very well. What there's folks thinking about two two big questions that people always think about. One is hey I'm just I really feel pain. I want to grow. I know I've got to get people. I'm bringing somebody on. I have this trepidation that this person's going to come on and take a piece of stuff off my plate. And there's this fear. What if they don't do well? Or heck, what if they do really well? are they going to replace what I do or what have you. So there's that thought and the second is hey do I do I ever bring on someone that can that can partner with me that can be in a much more senior role like how do you you you've seen this work like how do you respond to that? How do you like alleviate or what what guidance do you have for that person thinking thinking about either making a important hire or making a very like crucial partnership thing?

54:31>> Yeah. Um, I think with the first one, when people come to me and they're like, "I'm just really afraid I'm going to hire the wrong person." I'm like, "You will." >> And until you've hired the wrong person, you won't get the right one. And so, I think it's in trying to avoid the fear, you also avoid having the success that it will get you to get to the other side. >> And so, it's like I had to hire three bad ex to get a good one because I was new, didn't know what I was looking for, etc. Like, acquisition.com, you know, it's neither of our first company. we've already got the reps in that we like have a the shitty first draft's done.

55:02But when you're on your shitty first draft, it's like I always tell people it's like the floppy first pancake or that's it's got all the butter. It barely flips over. It's like that's your first hire for somebody and you're going to realize, but if you don't get through that, you don't get to the right person who is the right fit, right? >> So, it's like you can't avoid hiring the wrong person >> if you've never hired before. You just can't. And so, you just got to get over that because it's it will absolutely happen. >> We are how experienced. We have so much experience hiring people and we get it wrong all the time.

55:27>> Yeah. It's like hiring is also not like a oh because you're good at it doesn't ever you don't ever get it wrong. It doesn't work that way. Yeah. >> It's like you just you get better at possibly predicting but there's a lot of people that can also you predict wrong. You just don't know. Um and I think with the second one the question was um bring somebody in at more of a senior level to alleviate more. >> Yeah. Um, I think that it's you have to be at a point where you understand the opportunity cost of your time and how much more you could grow the company doing something else. I think people stall their companies out when they hire somebody and bring somebody in as like a senior leader or partner and then they just chill.

56:05>> They just cruise. And it's actually interesting because like um, you know, one assumption people made with you coming in was like, "Oh, Leila's going to be you know, just chilling now. She's what you going to be homemaker or?" And I was like, "No, we're trying to do do more. If you want to grow a bigger company, you need more capacity." I was like, "So, we're we all all three of us have a ton of capacity." And so, if you're bringing someone in, they take things off of you. They have their own capacity. And now you have capacity. You need to know that you can do something more valuable with your capacity than you were before. And that's what I think for somebody who's hiring somebody, think about that. If it's bringing in a partner, it's thinking if I have double the capacity, which in reality it's like I have 10x the capacity because you also have the support, the mind share, all those things.

56:48>> What can we both do that's worth more than what we both do right now? >> And you know, something I was saying is like we could both build our own separate companies that get to multiple billions. I think we know that. >> But we can do it faster >> with less friction and more fun together. >> 100%. Yeah.